General Information

From the Allocation to the Organisation

The ever-growing demands placed on organisers of sporting events require a clear overview and understanding of all matters that have to be considered to stage a successful event.

Once the event has been assigned a solid and realistic planning programme must be commenced.

Check List

Create a timetable of the most important deadlines, based on the Otganiser Agreement.

Create a calendar together with European Athletics of all future meetings.

Agree a reporting and communication procedure with European Athletics,

Work on a staff and a realistic time scale for recruitment.

Details of the subjects mentioned in this list will be covered in the forthcoming chapters.

Aims and Functions of the LOC

The main aim of the LOC is to organise and stage a successful European Athletics event. There are different ways to judge success and therefore it is important for the organiser to define and agree upon what will constitute a successful outcome of the event; and the targets to be achieved.

The following are some of the elements that will determine success.

Athletes’ performances
Enhanced public awareness of athletics
Development – or upgrade – of sporting facilities
Financial gain
Gaining international profile for the city and for European Athletics
Training of personnel / volunteers
Positive local socio-economic impact
Attracting new sponsors / supporters / partners
Helping the development of grass-roots sport

It is vital to have a clear understanding of the targets to be achieved, and how these can be delivered by the event. These targets should always guide the planning and decision making processes.

The opportunity for an athlete to compete in a major event provides an essential personal incentive and the organisers should always keep in mind that the target is to provide for them a perfect stage and environment to achieve great performances.

Though it has never to be forgotten that there are many interested parties to satisfy and who wish to reach this common goal, they have different objectives that need to be satisfied and respected. Nevertheless, what should not be lost of sight of is the fact that at the centre of any event is the sport itself.

For these reasons, it is of paramount importance that the right balance is found between running a smooth and great competition and, at the same time, offering a satisfactory environment with memorable experiences to all stakeholders. Athletes, team members, spectators, media representatives, sponsors, European Athletics Family, institutions, volunteers and, last but not least, the LOC team members will all appreciate it.

It is also essential that each European Athletics event that is organised should provide a boost to the long-term development of the sport – and not be an expensive distraction from it. That is why the support and involvement not only of the national and regional athletics federations are needed from the outset, but also from all other stakeholders.

Check List

Identify and involve the stakeholders.

Set clear goals and share them with the stakeholders.

Share the planning and goals with European Athletics.

Inform the LOC team about the stakeholders.

Set clear communication rules with all stakeholders.

Agree with European Athletics the statistics to be delivered after the event.

European Athletics & LOC cooperation

The delivery of an event is a stressful experience for everyone concerned and, therefore, time spent building relationships and getting to understand each other’s’ needs is vital to ensure that all parties pull together. European Athletics attaches a lot of importance to a smooth cooperation with the LOC. For the successful staging of an event it is vital to establish a positive working relationship between the parties. Comprehensive and regular exchanges of information and teamwork are needed to achieve the common goal.

It is very important to establish clear lines of internal and external communication with European Athletics and within the LOC. The language of communication, especially in written material, must be English. Please consider this also when appointing the members of staff who will be in direct contact with European Athletics.

During all the preparation and execution processes of the event a smooth and clear approval procedure needs to be established and agreed upon with European Athletics. This is important as it will prevent unnecessary work and extra costs on both sides.

Event Planning

Agreements

Organiser Agreement

The most important agreement for any European Athletics event, the first one to be signed and the one to have always as the main reference, is the Organiser Agreement. The Organiser Agreement is a contractual and binding document, which includes the obligations and responsibilities of an Organiser (LOC/Member Federation/City).

It will have been signed by the Member Federation, and normally also by a local authority, at the time the European Athletics event was awarded. To have a local authority such as the host city co-signing the contract gives a visible sign of its commitment to and support of the event. For all the Major European Athletics events, the co-signature of the City is mandatory.

Other Agreements

Within the organisation of an event there are many agreements to be made, mainly during the preparation period and arising from the different functional areas of the organisation. A legal expert in the local law which applies should always be involved to review these agreements before they are signed.

Laws are different in every country and may be changed during the period of organising an event. Although legal advice can be expensive, it is advisable to create a budget for it as this can prevent major problems, disputes and money loss later.

A legally approved agreement is particularly important when the services provided to the organisation have a high financial impact.

Nothing is certain until an agreement is put in writing and signed and it is, therefore, important to keep a record of all provisional agreements, to get advice and finalise them as soon as possible.

Check List

Make a list of agreements needed for the event

Agreements to be reviewed by a legal advisor

Prepare a timeline of when each agreement should be signed

Once signed, keep the agreements in a safe place

Share the contents of the agreements with those who have to implement them

Please refer to the “Types of contractual agreements” that gives an overview of the most common agreements normally required.

Planning an Event

The Master Plan

Society is evolving very quickly and our stakeholders are each time more demanding; which requires more professionalism in the organisation of European Athletics events. In order to compete successfully with other sport events, the target should always be to stage the best ever event, regardless of which category of European Athletics event it is.

When planning an event the LOC should always keep in mind the following three main phases:

Each of these is related to the others. A good preparation will enable an easier execution, and a good execution will smooth the post-event work. The following chapters will provide the details for these three different phases.

Once an event has been assigned, one of the first steps in the preparation phase is to create a master plan. A Master Plan is absolutely essential and is the “spine” of the event organisation, analysing all the needs, purposes and objectives of each area of the organisation. This plan will communicate the strategic plan and set out the basis of all further stages.

The master plan should be developed by the person who will be in overall executive charge of the organisation – the coordinator of the LOC. He/she must have a complete overview of the organisation and its plans, as well as the necessary capabilities and authority.

The Master Plan is an essential tool that will:

Communicate the vision, objectives and benefits of the event, externally and internally
Provide a focus on the event’s potential to develop and grow
Illustrate and help secure the event’s viability and sustainability in the longer term
Provide the structure of the event in its different tasks
Help to plan the required resources, operating structure and delivery
Explain how the budget will be used
Help fund-raising
Be the basis of team work
Help with coordination between the functional areas
Help measure success

No matter how careful the planning is, something unexpected can always happen. Through the act of creating a written document, the Master Plan will help to organise thoughts, share them with others and limit. A Master Plan must be kept simple, logical and realistic. By using the LOC’s own resources and inviting key members of the team, as well as event partners (as appropriate) to contribute to its development, the plan will be ‘owned’ by the team.

Key areas to be addressed in an event Master Plan include:

The event’s vision and mission
Who are the key stakeholders, what benefits they will derive and how the event fits with their strategies
The event’s background and an overview of plans for the current year and the future
Key objectives and the strategy to achieve them for the current year and the future
The SWOT analysis ( to identify Strengths, Weaknesses, Opportunities and Threats)
The audience/spectator/participant profiles (existing and targets)
Event requirements – finances, staffing (structure and numbers), facilities, venues, accommodation, transport, competition, technology, protocol, volunteers, security, etc.
Marketing and communications planning
How much the event will cost – budget projections over the foreseen period (allowing for exchange rates, inflation and time lapse differences if using previous events as points of reference)
How will it be paid for – identifying income streams
Management and business controls
Risk management and contingency plans
Future considerations

Once the Master Plan has been completed and approved by the appropriate authorities, those responsible of each area must read it and develop a detailed subsidiary master plan for each particular area. It is always important to share the plans and documents among all responsible parties involved, including European Athletics. This will help to create synergies between everybody and enhance the chances of success.

Maintaining good records, documenting activities and producing plans within an appropriate timescale is not just about keeping funders and stakeholders happy. It is to operate more efficiently, keep an overview, communicate what has to be achieved, and avoid the need to constantly ‘re-invent the wheel’. The Master Plan must be kept as a ‘living document’, regularly updated. Significant changes to the Master Plan must, however, be properly documented and formally approved.

Check List

Create an index of all matters to be covered in the event Master Plan.

Obtain documents of former European Athletics events and analys them.

Include timelines with milestones and deadlines that must be respected.

Exchange opinions with the external and internal experts in the team.

Share thoughts with European Athletics and other relevant authorities

Develop strategies that are as compatible as possible with those of all stakeholders.

Keep the document simple and logical and be realsitic.

The Master Plan needs to be approved by the local authorities and by European Athletics before being implemented.

Design an event corporate logo for European Athletics’ approval.

Prepare guidelines for the correct applications of the corporate logo.

Prepare a manual of the correct use of the corporate identity on all digital and printed material (letterheads, business cards, internal & external documents, PowerPoint layouts, manual covers and inside pages, website, etc.) (see Official Printed Material Section)

Submit these proposals for the approval of European Athletics.

Fully inform the LOC staff of the guidelines.

Ensure that the approved corporate identity rules are always followed.

Staff Briefing Document

The purpose of a Staff Briefing Document (which sometimes is referred to as a Code of Practice) is to provide a firm set of principles, practices and instructions to help guide event staff in their operational roles. This document can be very useful to communicate vital information in a succinct manner. In doing so, it can ensure continuity, reduce the amounts of briefing time needed and provide practical information useful for the daily work. All event staff should receive this document. It should include all procedures, practices and regulations that dictate the conduct of staff, along with general information about the event. Here some of the topics it should include:

Who’s Who? – a list of the event staff, their roles, responsibilities and chains of command.
Event Description – including the timetable, location maps showing the venue layouts, where various activities will take place.
Administrative procedures, practices and regulations that staff will be required to follow in their daily duties.
Health & Safety Guidance – event safety information and procedures to deal with health and safety issues (e.g. accidents, fire, evacuation, etc.)
Pro Forma Reports – reports that staff may be required to complete. These could be time sheets, event property (uniforms, equipment, etc.) sign in/out sheets, accident and/or incident report, etc.
Additional benefits and services available to staff members (e.g. canteens, kitchen use, coffee & tea, gym membership, transport tickets, drinking water, etc.).

LOC Structure & Personnel

Constitution of the LOC & Executive Board

Legal & Formal Aspects

The LOC’s structure should, in principle, be as proposed during the bidding phase, and should include the Host City and other relevant authorities. Usually the LOC is created by the Member Federation either alone or jointly with the Host City. European Athletics prefers the Host City to be a party to the Organiser Agreement as this is a visible sign of its commitment to and support of the event. European Athletics also regards it of particular importance (and it is a condition of the Organiser Agreement) that the Host Broadcaster is fully integrated in the LOC from its beginning. The establishment of an LOC at the time of the bid will have made it possible for basic issues to be resolved prior to the allocation of the event But, if it was not possible to form the LOC during the bid, a deadline will have been included in the Organiser Agreement.

The party(ies) who sign the Organiser Agreement with European Athletics will establish the LOC, which needs to be a legal entity to enable it to enter into legal contracts.

As a part of establishing the LOC, the organisers should clarify (in writing) all legal and taxation requirements with the relevant authorities. The following matters need to be considered:

The appointment of appropriate legal, taxation and other professional advisors
The expected costs of such professional services
The person or persons who will have the authority to sign key documents
Options for legal structure and taxation

It is important to understand the implications of the relevant taxation regulations (income tax, corporate tax, employee tax and VAT) and differences between non-profit and commercial activities. The aim should be to find the most cost efficient system of dealing with large amounts of income and expenses within the LOC budget.

Strategic Aspects

In parallel with the operational work that will be executed by the LOC, the strategic objectives should be developed with the sporting, political and institutional entities supporting the event. This can be done by constituting a “political” Executive Board that should be responsible for leading the strategic aims agreed by the stakeholders.

The LOC needs to involve national, regional and local institutions, as well as other relevant organisations, to ensure that the event is successful. Besides the possible economical support (including services and other value in kind), these entities have the power to open important doors that might otherwise not be available to the LOC. The composition of an Executive Board needs careful consideration so that those entities which would be important to be involved and could help to steer the boat in the right direction are included.

It is important that the overall strategy is created by the Executive Board and not by the LOC staff; which should concentrate on and not lose sight of their own responsibilities to execute the strategy once it is decided. It is important to define the responsibilities and powers of the members of the Executive Board as well as to agree the tasks, duties, meeting schedule, etc. of the Board. The Executive Board should be the political representative of the whole LOC.

The importance of the establishment of an Executive Board and an operating LOC is that they will enable the Member Federation to give its normal attention to its day by day activities and obligations. The organisation of an event needs a lot of dedication and human resources to make it happen and it is therefore highly desirable to separate the daily work of the event organisation from that of the Federation.

Check List

Decide which kind of organisation type and structure the LOC should have

Analyse which institutions (government, region, city council) and organisations (national federation, regional federation, tourism board, host broadcaster, security entities etc.) should form the Executive Board

Consult the parties to the Organiser Agreement on the composition of the Executive Board

The institutional members of the Executive Board need to appoint representatives who will attend meetings

Define the responsibilities and tasks of the Executive Board

Keep the members of the Executive Board informed about the LOC’s operational activities

The Local Organising Committee (LOC)

People Make an Event

An event is not the work of one person but of a team. Team Work and team spirit are essential. As in sport itself, a team without team spirit is just a group of individuals that can merely hope to be successful. Teamwork enables ordinary people to achieve extraordinary results and should be part of everybody’s working approach throughout the time prior to, during and after the event. Top-quality committed personnel, willing to “go the step beyond”, are needed. An atmosphere of unity, focus, hard work, humour and enthusiasm needs to be established. Putting the right team together is essential to achieve the common goals.

It is fundamental that from the beginning a General Coordinator is appointed as a leader; with decision-making power. He/she needs to keep the team members fully informed, create efficient communication lines and oversee the whole organisation, ensuring that all tasks and targets are achieved.

Working and behaving collaboratively are the keys to building up and maintaining a motivated and effective team. With hard work, imagination, people management and planning, success is achievable.

Forming a Team

The process of putting the team together starts with defining the job descriptions for the various roles needed to be created. These should state simply and clearly what each person is expected to do and the skills required. The next stage is to decide the nature of each agreement: are you seeking a freelancer, short-term contractor or permanent member of staff? Will you pay weekly or monthly? Will you pay overtime? How many hours a week will the person be expected to work? How many days of holiday? Will any bonuses be paid? The aim is to provide the right conditions to attract the kind of staff required within the available budget.

It is important to plan each recruitment activity well in advance. If the position is being advertised, ensure that enough time is allowed for placing the advertisement, planning interviews and necessary notice periods.

What can also be considered is to seek recommendations from other event managers as many event professionals are freelancers and move from event to event. When doing so it is advisable to take up references on potential members of the LOC. Getting the right balance in the team is a key consideration – event staff must often work very closely together for long hours and under pressure, so it is crucial that team members complement each other.

A job description and formalisation of the appointment must always be in the form of a written agreement; in order that all conditions are clearly understood and accepted.

All members of the team should have a clear understanding of what their and their team mates’ roles entail, what is expected of them and to whom they are responsible.

If students are being offered the opportunity to gain work experience on the event, they must be accompanied by a mentor and be supported in the execution of their tasks. Their appointments should be confirmed in writing, to ensure that the scope of their work, status and conditions are clear.

In the same way, volunteers will also be part of the LOC team and they should feel part of it. More details about these human resources, essential for the organisation of any sporting event, will be dealt in the Volunteer Section.

Check List

Prepare job descriptions

Prepare time schedules during which recruitment is to take place

Prepare a detailed budget for personnel salaries

Define working conditions, obligations & rights of employees

Investigate possible cooperation with universities to hire trainees and offer them a great experience

LOC Structures

Once the various roles have been decided, an organisational chart can be drawn, setting out the structure of the LOC. This will help to describe and establish the chains of responsibility. An example of how it could look like will be shown in the next pages; with the key areas and responsibilities that need to be considered and covered by experts forming the LOC team.

Nevertheless it should be kept in mind that the structure and composition of each LOC can be different from event to event.

Once the team is established, it is essential that a good internal communication system is created. It is important to get to know each team member individually (talk and listen), and to delegate work fairly. This will create incentive and provide more time for management.

A clear decision making process must be established.

Check List

Define the operational areas that will be needed

Draw an organisational chart of the LOC

Establish clear communication lines within the team

Keep the team informed and involve it in as many decisions as possible, seeking their views and advice

Meet regularly for brief updates

Create team building activities

Meetings, Site Visits & Reports

Meetings

It is of great importance to provide regular information and updates to all the event stakeholders in order to keep them involved and motivated. They need to be familiar with and understand the issues and challenges of the organisation. Therefore, during the preparation and execution of the event, internal and external meetings will be needed. Good planning of these is essential and they will also help to set the timing of milestones and targets.

To be effective, meetings (at all levels of the organisation) must be held regularly, well prepared and short. As time is money, therefore the meetings need to be structured, inspiring and productive. This includes ensuring that the team has a clear mandate, with strategic directions and all relevant information, making participants feel motivated and respected.

Keys for running a successful meeting are:

Clearly define its purpose
Set a firm agenda
Set the goals to be reached after the meeting
Decide those relevant team members who should attend the meeting
Prepare notes and documentation
Send documentation as early as possible but no later than 48h in advance
Assign topics to be prepared by individual participants
Assign a note-taker
Remember that specific bilateral meetings should be arranged separately
Keep to the clock and wrap-up at the end

Meetings will only be important and productive for the team if these matters are considered.

The meetings are also opportunities for team members to raise their own points and to share knowledge and experience.

Check List

Establish a calendar for internal meetings.

Establish a calendar for meetings with European Athletics.

Always create an agenda.

Share all this information with the team members.

Meetings with European Athletics

During the preparation, execution and post event review of an event the LOC will have several multilateral and bilateral meetings with European Athletics, and can participate in relevant European Athletics activities. Within the next paragraphs these and the LOC’s involvement will be briefly described.

Preparation Meeting

Preparation Meetings are held following the allocation of the event and the appointment of the General Coordinator. This meeting is organised via video-conference or at the European Athletics headquarters and is to prepare for the first Event Coordination Meeting and for European Athletics and the LOC to meet and understand each other.

Event Co-ordination Meeting

For the major events, Event Co-ordination Meetings are held whenever European Athletics or the LOC requires (usually one per year). For other events a site visit by the relevant Council Delegate and Project Leader will take place when needed. The senior responsible persons of the operational areas of the LOC should take part.

The aims of this meeting include: a review of the planning, preparation and organisation of the operational areas, receiving reports and discussing all other relevant matters.

During the period of the event preparation, other meetings will be held, as described below.

Convention

The purpose of the European Athletics Convention is to support Member Federations, offering opportunities for education, networking and socialising, along with meetings and calendar planning activities. Therefore, it is a good opportunity for an LOC to meet the Member Federations and inform them about their event, distribute updated information, such as bulletins or newsletters, and to promote it.

Council Meeting

A Council Meeting is held twice a year and ECH & EICH LOCs will be requested to make a presentation to the Council of progress or, as appropriate, a final report. Council members will have the opportunity to ask questions of the LOC.

Preparatory Meetings & Site Visits

Individual bilateral meetings are arranged to deal with specific operational matters. The meeting schedule is agreed between European Athletics and the LOC whenever it is considered necessary. Among the most important bilateral meetings to be held are the followings:

Competition timetable Meeting
TV & Technology & Technical Partners Meeting
Media Operations Meeting
Event Presentation Meeting
Hospitality Meeting
Logistics Meeting
Marketing & International Partners Meeting, Sponsor Workshop
Promotion Meeting
Medical & Doping Control Meeting
Signage Partner Meeting
etc.

These meetings take place during the preparation period and their aims are to provide progress reports and deal with problems and/or other issues.

The bilateral meetings are often incorporated into site visits by European Athletics staff and Delegate(s). The LOC must prepare thoroughly for these visits, including arranging site visits as necessary.

Among the most important Site Visits are the following:

Accommodation Site Visit (all Hotels need to be visited to check, especially, the distances from venues, available welcome areas, rooms, dining facilities, additional room needs, etc.), unless hotels have been formally approved by European Athletics
Technical Partners Site Visit (to visit all competition and warm-up facilities and check the structures, required working rooms, power facilities, video board characteristics, internet supply, etc.)
Team Leaders Site Visit (to visit all training, warm-up and competition facilities and all Team Hotels: to understand distances, room conditions, additional room needs, etc.)
World Broadcaster Meeting
etc.

LOCs are recommended to visit (with a small delegation) other European Athletics Events, to study and learn from the facilities and characteristics of those organisations. This is also a good opportunity to meet and become familiar with the European Athletics Family (incl. International Sponsors).

Debrief Meeting & Transfer of Knowledge (ECH & EICH only)

The post-event debrief meeting is very important and must firstly be carried out with the LOC team, as soon as possible after the event, and then also with European Athletics. All principle topics should be covered openly and honestly as one of the purposes of this debrief is the transfer of knowledge to a future organiser.

Progress Reports & Final Reports

During the period prior to the event the LOC will need to produce several progress reports for the European Athletics Office, Executive Board or Council. Therefore it is important always to have up-to-date information from all areas in order to be able to provide information to the stakeholders (with both documents and presentations).

After the event a final report will need to be prepared. The local authorities, sponsors and of course European Athletics are very much interested to have a full report on the event as a whole as well as the individual organisational areas. This information is very important for the authorities, to show what has been achieved and also to offer recommendations to future organisers.

European Athletics has event statistics forms that will need to be filled out by the respective areas of the organisation and these can be used by the LOC in its Final Report. This work can be carried out by the LOC and European Athletics together. Some of the data that the LOC should be compiling from the beginning and which will be needed for the reports are:

Competition (entries, starts, implements statistics, facilities usage, etc.)
Accommodation (room-nights, hotel rooms and types etc.)
Transport (cars & buses used, drivers, etc.)
Media representatives (international, local etc.)
Volunteers (international, local etc.)
Ticketing & spectators attendance (per category, day, session, etc.)
Merchandising (per items, total volume, etc.)
Accreditation (per category)
Catering (meal voucher figures, lunch bags, VIP catering etc.)
Uniforms (per category)
Etc.

Economical & Media Impact Studies

The best way to demonstrate the impact of the event is by means of an economical and/or media impact study. These kinds of studies need to be planned well in advance. On one hand because usually some budget needs to be foreseen and, secondly, because the study centres will need specific data that needs to be gathered throughout both the preparation and event periods. It is therefore important to know in advance which information will be needed in order that it can be compiled correctly and within the set parameters. It is also important to engage a study centre that is unbiased and with good references, taking into consideration that not only private agencies do this kind of work but also tourism boards, universities, city councils, etc.

The result of these studies is very valuable for all stakeholders involved and will provide reliable and relevant information for reference in the future.

Budget & Finances

General Introduction

Good financial management and control are fundamental to the delivery of successful events. When preparing an event budget it is better not to be over optimistic, but rather realistic or conservative. Planning ahead, identifying possible risks and contingencies, keeping on top of the budget and implementing control systems that work for the organisation are vital.

Furthermore, it should always be kept in mind that transparency in accounting is essential. The budget figures and descriptions need always to be clear and well explained. This will help the organisation and the stakeholders to be properly informed and up-to-date. For management and reporting purposes, and especially when there is a need to report on or even apply for public funds, a clear budget is fundamental.

It is always very important to have an expert in accounting within the LOC team, who can give advice as well as maintain accurate accounting records, prepare reports and control income and expenditure within the agreed budgets.

The event budget is defined in the Organiser Agreement and any major change has to be approved by European Athletics.

Preparing a Budget

The event budget is a forecast of all income and expenditure relating to the development and delivery of the event. To help manage the event finances effectively it is important that the budget is kept as a ‘live document’ and updated on a regular (daily/weekly) basis. The forecasts of expenditure should be regularly reviewed in order to identify unexpected costs and other variations.

It is recommended that the budget should be compared with previous budgets of comparable European Athletics events before being finalised. Naturally, the complexity of a budget depends on the size of the event.

A thoroughly planned and approved budget will ensure that the event is financially viable:

A budget translates plans into specific costs.
A budget facilitates coordination and cooperation between the various aspects of the event organisation.
Regular comparisons between the budget and the actual financial performance will highlight variations and enable prompt corrective action as necessary. Any problems need to be identified early.

From the LOC’s perspective, budgeting is a key element for:

Planning: the best-laid plans are pointless if there is no agreed budget in place to deliver on these plans. Planning for the event, costing the plan and agreeing the budget must go hand-in-hand.
Management & control: by putting a budget in place, the team will be very clear on how much or how little they can spend on the different aspects of the event.
Priorities: with a clearly defined budget, it is much easier to establish where cut backs may be made, if required.
Identifying income requirements: by identifying the costs of organising the event, the team will know how much income is needed and plan accordingly – ticket pricing, sources of sponsorship or Value In Kind (VIK) services or supplies, etc.

Compiling an income budget demonstrates that:

Plans for generating the required income have been made.
Sufficient income can be generated to meet costs; otherwise the costs must be reduced.
It is important not to over budget for costs as this places unnecessary pressure on income generation.

In order to achieve the lowest costs, to be fair to the market and then to compare more easily the offers received, a system of tendering should be put in place. This applies especially for those expenses of the budget that are among the highest. It is important to set procurement rules, which could include:

If the expected total cost is expected to be more than a set minimum, at least three offers should be invited.
Only official offers (on official letterhead, including payment terms, VAT incl./excl., delivery details, contact phone, etc.) should be accepted.
If the expected total cost is expected to be more than a set minimum, a written report comparing the different offers should be prepared.
All offers need to pass through the agreed approval procedure before being accepted and confirmed to the provider.

Financial Obligations

When preparing the budget it is very important to fully understand the obligations of the LOC and European Athletics as detailed in the Organiser Agreement.

Income Budget

The income budgets of European Athletics events always include one or more of the following. The budget should be based on realistic expectations, supported by written guarantees and contracts:

Contributions from public institutions
Ticket sales
Sponsorship incomes (incl. VIK) – according to the European Athletics marketing strategy
European Athletics’ contribution

These income sources will have already been identified during the candidature phase.

Often public institutions and sponsors are better able and more willing to support an event with value-in-kind (VIK) or a mixture of VIK and cash. Several events have been organised successfully with relatively little cash as a result of attracting enough VIK support.

It is important that the value of any VIK support received by the LOC is recorded. If ‘in-kind’ figures are shown in the budget, it is necessary that the value is entered not only as income but also as expenditure. Both need to be identified as VIK. For more specific information about VIK and the exploitation of the LOC’s national commercial rights, please refer to the Marketing Section.

The budget target of income from ticket sales must be calculated conservatively and there must be a proper calculation of the numbers and categories of tickets that will need to be sold to achieve the target. In making this calculation, full allowance must be given for the seats that cannot be sold (e.g. because they will be reserved for VIPs and coaches; they will be behind or taken up by TV camera platforms, etc.). The effects of tax deductions, concessionary rates, group bookings or special offers on the target must also be considered. Any liability to pay VAT on ticket sales and other income must be understood and allowed for.

The European Athletics contribution will be paid according to the Organiser Agreement. If the host country is not within the Euro zone the exchange rate between the local currency and the Euro needs to be considered and can be of importance.

The income budget must be sufficient to cover at least the forecast costs and many event organisers have even finished with a surplus.

Expenditure Budget

The expenditure part of the budget will contain numerous sections that must reflect the functional areas of the LOC. Preparation of the budget will require careful and detailed work and analysis by the persons responsible for the specific areas before being combined into the overall budget.

At first the costs will need to be approximations and having a budget example from a past event can be a useful guide, even though costs in each country and event can differ a lot. It is very important that the budget costs are worked out in detail as early as possible.

Any changes to the planned expenditure that vary from the Bidding document and which might affect the quality of the event must be shared with and approved in writing by European Athletics.

Budget templates will be made available at the start of the bidding process.

Control systems

The Executive Board of the LOC should receive regular reports on the status of the budget and decide/approve any necessary amendments.

One person (normally the Finance Director) needs to have the final responsibility for controlling and updating the overall budget. The General Coordinator should always be fully up to date with the state of the finances and leads all decision making processes of the LOC. Regular bilateral meetings between the Finance Director and the leader of each operational area will ensure that all financial decisions are properly made.

All members of the LOC team must know the rules and procedures for placing purchase orders and it is, therefore, essential to prepare clear guidelines. A clear system for approving purchase orders is a control mechanism which needs to be implemented in order to safeguard the budget. No purchase order should be issued until it has been signed off by the person with the relevant authority. Once approved, the expected cost needs to be confirmed or adapted in the budget; in order to keep it up to date. There are several accounting software systems that can be used to control the budget.

Even when petty cash is used, a recording and control system needs to be in place and the likely expenditure included in the budget. Proper receipts for the petty cash expenditure should be obtained, numbered and properly filed.

Check List

Ensure that appropriate risks and contingencies are built into the budget.

Present the budget clearly and make sure it is easy to read and understand.

Be more conservative than realistic. Never include income sources that are unlikely to materialize.

Each and every item of event income and expenditure should be recorded in the event budget.

State clearly if the budget is presented as NET (it does not include VAT) or GROSS (it does include VAT). Broadly speaking, if the organisation is VAT registered and able to reclaim the VAT, a NET event budget has to be kept. If a NET budget is kept, be careful to allow for any VAT that is not reclaimable. If the organisation is not VAT registered and therefore unable to reclaim the VAT a GROSS event budget has to be kept. If in doubt, seek advice from a tax advisor.

Be aware of the VAT status of any income that is received. For example, grants are generally not subject to VAT but commercial sponsorship usually is. Errors or misunderstandings can be a costly and nasty surprise.

Always back-up and archive the budget safely. Ensure that records are kept of which versions have been presented to outside parties such as funding partners.

Prepare clear and specific guidelines for the team that explain the rules and procedures concerning how expenditure or fundraising is planned (e.g. explain how many offers they have to ask for, prepare an expenditure authorization template, tender template, report template etc.).

Arrange regular bilateral meetings between the Finance Director and operational area Directors to review offers received and other financial matters.

Make use of good accounting programmes for controlling expenditure and income.

Report to the LOC EXBO and European Athletics regularly; and more frequently closer to the event.

Insurance

Insurance is essential and must be handled with great care. The main types of insurance that must be provided for are:

Health and accident cover
Liability
Cancellation of the event and failure to broadcast

Because of the high value of equipment that will be installed in the venue, it is very important that all technical rooms (e.g. Timing room, Photo Finish room, Computer room, storages etc.) are completely secured at all times. It is also the LOC’s responsibility to arrange appropriate insurance cover for their contents.

When arranging insurance, all persons employed by or volunteering for the event need to have an appropriate cover. The LOC is responsible for its employees and volunteers.

European Athletics will take out appropriate cover for cancellation, failure to broadcast and other risks required by its contracts with its partners and other entities. The event Organiser Agreement will require the LOC to take out all other cover and to ensure that European Athletics’ interest is noted in the policies. European Athletics must approve the type and level of cover and the LOC must provide copies of all policies to European Athletics.

Organisers must consult with experts in this field at an early stage so that appropriate insurance arrangements can be made and the cost included in the event budget.

Please, refer to the European Athletics Insurance Guidelines for more details.

Check List

Analyse and implement all insurances the LOC is required to have according the Organiser Agreement.

Analyse and implement all insurances the LOC needs according to the local regulations; for employees, volunteers, facilities and equipment.

Auditing

An audit of the LOC’s final accounts is normally required by the LOC Executive Board, national and local authorities and also by European Athletics. The deadline for submission of the audited accounts to European Athletics is fixed in the Organiser Agreement. The Finance Director should produce the accounts in a form that it is in accordance with the relevant regulations. Normally, local regulations require that this audit must be carried out and certified as correct by a qualified auditor. The audit often also includes a check of the inventory of materials the LOC has bought (furniture, IT material, etc.) for the event.

Check List

Have all documents related to income and expenditure well organised and prepared from the beginning.

When buying materials of any kind these must be recorded as inventories and, if requested, submitted to the auditors.

Ensure that the Finance Director is aware of the auditing requirements.

Engage an auditing company